Bahan Workshop “Executive Program for Sustainable Partnership (EPSP)” | lppm.ut.ac.id
PROJECT MANAGEMENT
Agus Wijayanto
1
PRESENTATION OUTLINE
Result Based Management
Project Cycle Management
Logical Framework Approach
2
RESULT BASED MANAGEMENT
8/8/2017
PARAMADINA
3
LEARNING FROM FAILURE
https://www.youtube.com/watch?
v=HGiHU-agsGY
8/8/2017
PARAMADINA
4
THINKING AND WORKING POLITICALLY
Lesson from experience:
Progressive change usually involves local
political processes of contestation and
bargaining among interest groups, and that
development programs can significantly
improve their impact by understanding and
responding to these dynamics.
8/8/2017
PARAMADINA
5
TWC APPROACH
Three core principles:
1. Strong political analysis, insight and
understanding;
2. Detailed appreciation of, and response to, the
local context; and
3. Flexibility and adaptability in program
design and implementation.
8/8/2017
PARAMADINA
6
RESULTS-BASED MANAGEMENT
- WHAT IS IT?
Managing for results involves a change in mindset – from
starting with the planned inputs and actions and then
analysing their likely outcomes and impacts, to focusing on
the desired outcomes and impacts (for example on poverty
reduction) and then identifying what inputs and actions are
needed to get there (DAC).
SDG’s
Country Strategies/
Long or Medium Term Development Plans
Sectoral strategies and programs
Programs
Projects
INTERNATIONAL DEVELOPMENT
GOALS
Millennium Development Goals (2000-2015):
Agreed 8 MDG’s with targets and indicators
Sustainable Development Goals (2015-2030):
17 SDGs with targets and indicators
RESULTS-BASED MANAGEMENT
- WHY?
The public wants better services
Donors want efficient and effective aid
The agencies, ministries and NGOs want to perform
more efficiently and effectively
Accountability towards tax-payers
8/8/2017
PARAMADINA
11
RESULTS PERFORMANCE
Results:
Analytical point of departure
Inputs
Activities
Outputs Outcomes
The focus of traditional
approach
The focus of the
current approach
RBM and
Management for
Development Results
Impact
RESULTS PERFORMANCE
Results:
Analytical point of departure
Input
Activities
Development intervention
Outputs Outcomes
Development effects
Impact
OUTPUT
Immediate, visible, concrete deliverables that is the
tangible consequence of project activities (inputs)
Should capture quality dimensions (not only a
completed activity)
Direct control over turn-out
OUTCOME
Medium-term effects
Effect of a series of achieved outputs
Should capture the changes for the beneficiaries
Start taking place during the life of project/strategy
Formulated in terms of:
1. Use by beneficiaries
2. Benefit for beneficiaries
3. Change in behaviour of beneficiaries
IMPACT
Vision or long-term development goal
Happens after the project life – and therefore project
not responsible for measuring results at impact level evaluation
We alone cannot bring about
“Wider socio-economic / cultural changes, intended or
unintended, positive or negative, brought about by the
intervention, for the beneficiaries and, usually, a wider
group of people”
PROJECT CYCLE MANAGEMENT
8/8/2017
PARAMADINA
17
WHAT IS PCM?
PCM
Is a methodology for the preparation, implementation and
evaluation of projects.
It describes management activities and decision-making
procedures used during the life cycle of a project (key tasks,
roles and responsibilities, key documents and decision
options)
Logframe-USAID in 1960s, ZOPP-GTZ in 1980s, PCM-EU in
1990s
PROJECT CYCLE MANAGEMENT
Policy Setting
Final Evaluation
Identification
Implementation
Formulation
Appraisal
Monitoring
Mid-Term Evaluation
Contracting/
Commitment
8/8/2017
PARAMADINA
20
MONITORING, EVALUATION AND CONTROL
PROJECT
IDENTIFICATION
AND DESIGN
8/8/2017
PROJECT
SET UP
END OF
PROJECT
TRANSITION
PARAMADINA
21
LOGICAL FRAMEWORK
APPROACH
LOGFRAME: FORMAT
Intervention
Logic
OVIs
SoV
Means
Costs
Assumptions
IMPACT
OUTCOME
OUTPUTS
Activities
Preconditions
LOGFRAME FORMAT
IMPACT
INDICATORS
SOURCE OF
VERIFICATION
ASSUMPTIONS
OUTCOME
OUTPUTS
ACTIVITIES
PRECONDITIONS
29
LFA & PROJECT DESIGN
ANALYSIS STAGE
PLANNING STAGE
LF Matrix - defining project structure,
Stakeholder analysis - identifying &
testing its internal logic & risks,
characterising potential major
formulating measurable indicators of
stakeholders; assessing their capacity
success
Problem analysis - identifying key
Activity scheduling – when will the
problems, constraints & opportunities;
determining cause & effect relationships activities be carried out?
Resource scheduling – what
Objective analysis - developing
resources will be needed?
solutions from the identified problems;
identifying means to end relationships
Strategy analysis - identifying
different strategies to achieve solutions;
selecting most appropriate strategy.
LFA & PROJECT IMPLEMENTATION
IMPLEMENTATION
EVALUATION
Indicators which provide management
information (monitoring and regular
review)
A clear situation/problem
analysis to help evaluate
relevance
Assumptions which support risk
management
Objective structure and
indicators against which to
evaluate impact and
effectiveness
Updated activity schedules linked to
results
Updated resource schedules and
budgets linked to results
Activity and resource schedules
to assist in evaluating efficiency
STAKEHOLDER ANALYSIS
Stakeholders are any group of people who have
an interest/role in addressing identified problems
or achieving desired solutions relevant to the
project.
IMPORTANCE-INFLUENCE
HIGH
A.
Special
initiatives needed
to protect
stakeholder interests
C.
Limited/no
involvement
low priority
LOW
B.
good working
relationship
must
be created
D.
Source of risk,
need for
careful monitoring
and
management
INFLUENCE
HIGH
PROBLEM TREE
STRATEGY ANALYSIS
Program A
PROBLEM TREE
TINGGINYA TINDAK PIDANA DI
MASYARAKAT
Tingginya
tingkat
kemiskinan di
masyarakat
Masyarak
at tidak
taat
hukum
Terbatasnya
lapangan kerja &
kesempatan
wirausaha
Masyarakat tidak
mendukung polisi
untuk
memberikan
informasi awal
terkait kejahatan
Rendahnya
Keterampilan &
pendidikan
Rendahnya
Kesadaran
masyarakat
tentang hukum
Kurangnya
sosialisasi dan
pendidikan
masyarakat soal
pentingnya taat
hukum
Tingginya
kegagalan
polisi dlm
mencegah
kejahatan
Masyarakat tidak
aktif menjaga
keamanan
lingkungannya
sendiri
isi kurikulum
pendidikan/pe
latihan
kepolisian
tidak relevan
dan out of
date
Masyarakat
tidak
percaya
sistem
penegakan
& peradilan
Sistem
penegakan &
peradilan
tidak fair dan
transaksional
Rendahnya
keaman-an di
lingkungan
masyarakat
Polisi tidak
melibatkan
masyarakat sbg
mitra
Penegakan hukum oleh
kepolisian tidak berjalan baik
Kompetensi dan profesionalitas
Anggota Polisi sangat rendah
Kualitas
pendidikan/pelatiha
n kepolisian rendah
Fasilitas dan
peralatan
pendidikan
/pelatihan
kepolisian
sangat
terbatas
Kualitas
pengajar
dan pelatih
di akademi
kepolisian
masih
rendah
Kualitas siswa
akademi
kepolisian
rendah
Sistem
rekrutmen
calon anggota
polisi sarat KKN
OBJECTIVE TREE
TINDAK PIDANA DI MASYARAKAT
MENURUN
Tingkat
kemiski-nan di
masyara-kat
menurun
Masyarakat
Lebih taat
hukum
lapangan kerja &
kesempatan
usaha lebih baik
Keterampilan &
pendidikan lebih
baik
Kesadaran
masyarakat
tentang hukum
meningkat
sosialisasi dan
pendidikan
masyarakat soal
pentingnya taat
hukum lebih
banyak
polisi lebih
berhasil dlm
mencegah
kejahatan
Masyarakat lebih
mendukung polisi
untuk memberikan
informasi awal
terkait kejahatan
Keamanan dilingkungan
masyarakat
meningkat
Masyarakat lebih
aktif menjaga
keamanan
lingkungannya sendiri
isi kurikulum
pendidikan/p
elatihan
kepolisian
relevan dan
up to date
Masyarakat
lebih percaya
sistem
penegakan &
peradilan
Sistem
penegakan &
peradilan lebih
fair dan tidak
transaksional
Polisi lebih
melibatkan
masyarakat sbg
mitra
Penegakan hukum oleh kepolisian
berjalan lebih baik
Kompetensi dan profesionalitas
Anggota Polisi meningkat
Kualitas
pendidikan/pelatiha
n kepolisian lebih
baik/tinggi
Fasilitas dan
peralatan
pendidikan
/pelatihan
kepolisian
lebih
memadai
Kualitas
pengajar
dan pelatih
di akademi
kepolisian
lebih baik
Kualitas siswa
akademi
kepolisian beik
/ tinggi
Sistem
rekrutmen
calon anggota
polisi tidak
sarat KKN
STRATEGY ANALYSIS
TINDAK PIDANA DI MASYARAKAT
MENURUN
Tingkat
kemiski-nan di
masyara-kat
menurun
Masyarakat
Lebih taat
hukum
lapangan kerja &
kesempatan
usaha lebih baik
Keterampilan &
pendidikan lebih
baik
Kesadaran
masyarakat
tentang hukum
meningkat
sosialisasi dan
pendidikan
masyarakat soal
pentingnya taat
hukum lebih
banyak
polisi lebih
berhasil dlm
mencegah
kejahatan
Masyarakat lebih
mendukung polisi
untuk memberikan
informasi awal
terkait kejahatan
Keamanan dilingkungan
masyarakat
meningkat
Masyarakat lebih
aktif menjaga
keamanan
lingkungannya sendiri
isi kurikulum
pendidikan/p
elatihan
kepolisian
relevan dan
up to date
Masyarakat
lebih percaya
sistem
penegakan &
peradilan
Sistem
penegakan &
peradilan lebih
fair dan tidak
transaksional
Polisi lebih
melibatkan
masyarakat sbg
mitra
Penegakan hukum oleh kepolisian
berjalan lebih baik
Kompetensi dan profesionalitas
Anggota Polisi meningkat
Kualitas
pendidikan/pelatiha
n kepolisian lebih
baik/tinggi
Fasilitas dan
peralatan
pendidikan
/pelatihan
kepolisian
lebih
memadai
Kualitas
pengajar
dan pelatih
di akademi
kepolisian
lebih baik
Kualitas siswa
akademi
kepolisian beik
/ tinggi
Sistem
rekrutmen
calon anggota
polisi tidak
sarat KKN
CRITERIA TO CHOSE STRATEGIES
Priority of the beneficiaries
Importance and urgency to be achieved
Capacity, experience and mandate of organization
Duration of the project
Resources availability
Contribution to overall development goals
Possibility of successful implementation
RISK MANAGEMENT
Risks are factors that affect or are likely to affect the
successful implementation and achievement of
interventions’ results
Risk management consists of identification, analysis and
mitigation of risks (risk formulation)
RISK MATRIX
Probability of
occurrence
Frequent
Small risk, no
measures
necessary
Possible
Average risk,
Monitor
Seldom
High Risk,
measures to
minimize risk
necessary
Very
seldom
Unacceptable
risk, don’t
continue before
dealing with
risk
Improbable
Unimportant Small
Noticeable
Critical
Harm potential
Existencethreatening
ASSUMPTIONS
An assumption is a condition :
required for project success;
which is not under the control of project management; and
which will need to be monitored
ASSUMPTION (DIAGONAL) LOGIC
Intervention Logic
Assumptions
IMPACT
OUTCOME
Assumptions
OUTPUTS
Assumptions
Activities
Assumptions
Pre-Conditions
LOGFRAME IN THE LFA PROCESS
Strength
Opportunities
PESTLE analysis
Stakeholder analysis
SWOT analysis
Weaknesses
Threats
Problem analysis
Objective analysis
The logframe matrix
Project
strategy
Objectively
verifiable
indicators
Sources of
Verification
Means
Cost
Assumptions
Overall
Objectives
Purpose
Results
Strategy analysis
Activities
PRE CONDITION
Schedules
Reports
THAT’S ALL, THANK YOU
Agus Wijayanto
1
PRESENTATION OUTLINE
Result Based Management
Project Cycle Management
Logical Framework Approach
2
RESULT BASED MANAGEMENT
8/8/2017
PARAMADINA
3
LEARNING FROM FAILURE
https://www.youtube.com/watch?
v=HGiHU-agsGY
8/8/2017
PARAMADINA
4
THINKING AND WORKING POLITICALLY
Lesson from experience:
Progressive change usually involves local
political processes of contestation and
bargaining among interest groups, and that
development programs can significantly
improve their impact by understanding and
responding to these dynamics.
8/8/2017
PARAMADINA
5
TWC APPROACH
Three core principles:
1. Strong political analysis, insight and
understanding;
2. Detailed appreciation of, and response to, the
local context; and
3. Flexibility and adaptability in program
design and implementation.
8/8/2017
PARAMADINA
6
RESULTS-BASED MANAGEMENT
- WHAT IS IT?
Managing for results involves a change in mindset – from
starting with the planned inputs and actions and then
analysing their likely outcomes and impacts, to focusing on
the desired outcomes and impacts (for example on poverty
reduction) and then identifying what inputs and actions are
needed to get there (DAC).
SDG’s
Country Strategies/
Long or Medium Term Development Plans
Sectoral strategies and programs
Programs
Projects
INTERNATIONAL DEVELOPMENT
GOALS
Millennium Development Goals (2000-2015):
Agreed 8 MDG’s with targets and indicators
Sustainable Development Goals (2015-2030):
17 SDGs with targets and indicators
RESULTS-BASED MANAGEMENT
- WHY?
The public wants better services
Donors want efficient and effective aid
The agencies, ministries and NGOs want to perform
more efficiently and effectively
Accountability towards tax-payers
8/8/2017
PARAMADINA
11
RESULTS PERFORMANCE
Results:
Analytical point of departure
Inputs
Activities
Outputs Outcomes
The focus of traditional
approach
The focus of the
current approach
RBM and
Management for
Development Results
Impact
RESULTS PERFORMANCE
Results:
Analytical point of departure
Input
Activities
Development intervention
Outputs Outcomes
Development effects
Impact
OUTPUT
Immediate, visible, concrete deliverables that is the
tangible consequence of project activities (inputs)
Should capture quality dimensions (not only a
completed activity)
Direct control over turn-out
OUTCOME
Medium-term effects
Effect of a series of achieved outputs
Should capture the changes for the beneficiaries
Start taking place during the life of project/strategy
Formulated in terms of:
1. Use by beneficiaries
2. Benefit for beneficiaries
3. Change in behaviour of beneficiaries
IMPACT
Vision or long-term development goal
Happens after the project life – and therefore project
not responsible for measuring results at impact level evaluation
We alone cannot bring about
“Wider socio-economic / cultural changes, intended or
unintended, positive or negative, brought about by the
intervention, for the beneficiaries and, usually, a wider
group of people”
PROJECT CYCLE MANAGEMENT
8/8/2017
PARAMADINA
17
WHAT IS PCM?
PCM
Is a methodology for the preparation, implementation and
evaluation of projects.
It describes management activities and decision-making
procedures used during the life cycle of a project (key tasks,
roles and responsibilities, key documents and decision
options)
Logframe-USAID in 1960s, ZOPP-GTZ in 1980s, PCM-EU in
1990s
PROJECT CYCLE MANAGEMENT
Policy Setting
Final Evaluation
Identification
Implementation
Formulation
Appraisal
Monitoring
Mid-Term Evaluation
Contracting/
Commitment
8/8/2017
PARAMADINA
20
MONITORING, EVALUATION AND CONTROL
PROJECT
IDENTIFICATION
AND DESIGN
8/8/2017
PROJECT
SET UP
END OF
PROJECT
TRANSITION
PARAMADINA
21
LOGICAL FRAMEWORK
APPROACH
LOGFRAME: FORMAT
Intervention
Logic
OVIs
SoV
Means
Costs
Assumptions
IMPACT
OUTCOME
OUTPUTS
Activities
Preconditions
LOGFRAME FORMAT
IMPACT
INDICATORS
SOURCE OF
VERIFICATION
ASSUMPTIONS
OUTCOME
OUTPUTS
ACTIVITIES
PRECONDITIONS
29
LFA & PROJECT DESIGN
ANALYSIS STAGE
PLANNING STAGE
LF Matrix - defining project structure,
Stakeholder analysis - identifying &
testing its internal logic & risks,
characterising potential major
formulating measurable indicators of
stakeholders; assessing their capacity
success
Problem analysis - identifying key
Activity scheduling – when will the
problems, constraints & opportunities;
determining cause & effect relationships activities be carried out?
Resource scheduling – what
Objective analysis - developing
resources will be needed?
solutions from the identified problems;
identifying means to end relationships
Strategy analysis - identifying
different strategies to achieve solutions;
selecting most appropriate strategy.
LFA & PROJECT IMPLEMENTATION
IMPLEMENTATION
EVALUATION
Indicators which provide management
information (monitoring and regular
review)
A clear situation/problem
analysis to help evaluate
relevance
Assumptions which support risk
management
Objective structure and
indicators against which to
evaluate impact and
effectiveness
Updated activity schedules linked to
results
Updated resource schedules and
budgets linked to results
Activity and resource schedules
to assist in evaluating efficiency
STAKEHOLDER ANALYSIS
Stakeholders are any group of people who have
an interest/role in addressing identified problems
or achieving desired solutions relevant to the
project.
IMPORTANCE-INFLUENCE
HIGH
A.
Special
initiatives needed
to protect
stakeholder interests
C.
Limited/no
involvement
low priority
LOW
B.
good working
relationship
must
be created
D.
Source of risk,
need for
careful monitoring
and
management
INFLUENCE
HIGH
PROBLEM TREE
STRATEGY ANALYSIS
Program A
PROBLEM TREE
TINGGINYA TINDAK PIDANA DI
MASYARAKAT
Tingginya
tingkat
kemiskinan di
masyarakat
Masyarak
at tidak
taat
hukum
Terbatasnya
lapangan kerja &
kesempatan
wirausaha
Masyarakat tidak
mendukung polisi
untuk
memberikan
informasi awal
terkait kejahatan
Rendahnya
Keterampilan &
pendidikan
Rendahnya
Kesadaran
masyarakat
tentang hukum
Kurangnya
sosialisasi dan
pendidikan
masyarakat soal
pentingnya taat
hukum
Tingginya
kegagalan
polisi dlm
mencegah
kejahatan
Masyarakat tidak
aktif menjaga
keamanan
lingkungannya
sendiri
isi kurikulum
pendidikan/pe
latihan
kepolisian
tidak relevan
dan out of
date
Masyarakat
tidak
percaya
sistem
penegakan
& peradilan
Sistem
penegakan &
peradilan
tidak fair dan
transaksional
Rendahnya
keaman-an di
lingkungan
masyarakat
Polisi tidak
melibatkan
masyarakat sbg
mitra
Penegakan hukum oleh
kepolisian tidak berjalan baik
Kompetensi dan profesionalitas
Anggota Polisi sangat rendah
Kualitas
pendidikan/pelatiha
n kepolisian rendah
Fasilitas dan
peralatan
pendidikan
/pelatihan
kepolisian
sangat
terbatas
Kualitas
pengajar
dan pelatih
di akademi
kepolisian
masih
rendah
Kualitas siswa
akademi
kepolisian
rendah
Sistem
rekrutmen
calon anggota
polisi sarat KKN
OBJECTIVE TREE
TINDAK PIDANA DI MASYARAKAT
MENURUN
Tingkat
kemiski-nan di
masyara-kat
menurun
Masyarakat
Lebih taat
hukum
lapangan kerja &
kesempatan
usaha lebih baik
Keterampilan &
pendidikan lebih
baik
Kesadaran
masyarakat
tentang hukum
meningkat
sosialisasi dan
pendidikan
masyarakat soal
pentingnya taat
hukum lebih
banyak
polisi lebih
berhasil dlm
mencegah
kejahatan
Masyarakat lebih
mendukung polisi
untuk memberikan
informasi awal
terkait kejahatan
Keamanan dilingkungan
masyarakat
meningkat
Masyarakat lebih
aktif menjaga
keamanan
lingkungannya sendiri
isi kurikulum
pendidikan/p
elatihan
kepolisian
relevan dan
up to date
Masyarakat
lebih percaya
sistem
penegakan &
peradilan
Sistem
penegakan &
peradilan lebih
fair dan tidak
transaksional
Polisi lebih
melibatkan
masyarakat sbg
mitra
Penegakan hukum oleh kepolisian
berjalan lebih baik
Kompetensi dan profesionalitas
Anggota Polisi meningkat
Kualitas
pendidikan/pelatiha
n kepolisian lebih
baik/tinggi
Fasilitas dan
peralatan
pendidikan
/pelatihan
kepolisian
lebih
memadai
Kualitas
pengajar
dan pelatih
di akademi
kepolisian
lebih baik
Kualitas siswa
akademi
kepolisian beik
/ tinggi
Sistem
rekrutmen
calon anggota
polisi tidak
sarat KKN
STRATEGY ANALYSIS
TINDAK PIDANA DI MASYARAKAT
MENURUN
Tingkat
kemiski-nan di
masyara-kat
menurun
Masyarakat
Lebih taat
hukum
lapangan kerja &
kesempatan
usaha lebih baik
Keterampilan &
pendidikan lebih
baik
Kesadaran
masyarakat
tentang hukum
meningkat
sosialisasi dan
pendidikan
masyarakat soal
pentingnya taat
hukum lebih
banyak
polisi lebih
berhasil dlm
mencegah
kejahatan
Masyarakat lebih
mendukung polisi
untuk memberikan
informasi awal
terkait kejahatan
Keamanan dilingkungan
masyarakat
meningkat
Masyarakat lebih
aktif menjaga
keamanan
lingkungannya sendiri
isi kurikulum
pendidikan/p
elatihan
kepolisian
relevan dan
up to date
Masyarakat
lebih percaya
sistem
penegakan &
peradilan
Sistem
penegakan &
peradilan lebih
fair dan tidak
transaksional
Polisi lebih
melibatkan
masyarakat sbg
mitra
Penegakan hukum oleh kepolisian
berjalan lebih baik
Kompetensi dan profesionalitas
Anggota Polisi meningkat
Kualitas
pendidikan/pelatiha
n kepolisian lebih
baik/tinggi
Fasilitas dan
peralatan
pendidikan
/pelatihan
kepolisian
lebih
memadai
Kualitas
pengajar
dan pelatih
di akademi
kepolisian
lebih baik
Kualitas siswa
akademi
kepolisian beik
/ tinggi
Sistem
rekrutmen
calon anggota
polisi tidak
sarat KKN
CRITERIA TO CHOSE STRATEGIES
Priority of the beneficiaries
Importance and urgency to be achieved
Capacity, experience and mandate of organization
Duration of the project
Resources availability
Contribution to overall development goals
Possibility of successful implementation
RISK MANAGEMENT
Risks are factors that affect or are likely to affect the
successful implementation and achievement of
interventions’ results
Risk management consists of identification, analysis and
mitigation of risks (risk formulation)
RISK MATRIX
Probability of
occurrence
Frequent
Small risk, no
measures
necessary
Possible
Average risk,
Monitor
Seldom
High Risk,
measures to
minimize risk
necessary
Very
seldom
Unacceptable
risk, don’t
continue before
dealing with
risk
Improbable
Unimportant Small
Noticeable
Critical
Harm potential
Existencethreatening
ASSUMPTIONS
An assumption is a condition :
required for project success;
which is not under the control of project management; and
which will need to be monitored
ASSUMPTION (DIAGONAL) LOGIC
Intervention Logic
Assumptions
IMPACT
OUTCOME
Assumptions
OUTPUTS
Assumptions
Activities
Assumptions
Pre-Conditions
LOGFRAME IN THE LFA PROCESS
Strength
Opportunities
PESTLE analysis
Stakeholder analysis
SWOT analysis
Weaknesses
Threats
Problem analysis
Objective analysis
The logframe matrix
Project
strategy
Objectively
verifiable
indicators
Sources of
Verification
Means
Cost
Assumptions
Overall
Objectives
Purpose
Results
Strategy analysis
Activities
PRE CONDITION
Schedules
Reports
THAT’S ALL, THANK YOU